Culture, Paradoxical Frames, And Behavioral Strategy

We provide a theoretical exploration into how cross-cultural differences in the use of paradoxical frames may influence the behavioral strategy of a firm. We postulate that cross-cultural differences in the use of paradoxical frames establish divergent patterns in the way executives categorize issues and actions, which influences the categories of issues that firm leaders focus attention on and the categories of actions that firm leaders use in their strategic formulation process. We discuss the environmental conditions that make cultural differences in the use of paradoxical frames salient, such as environmental complexity, low munificence, and rapid change. We also discuss the strategic implications of the contrasts in the use of paradoxical frames, such as their impact on performance and innovation. Finally, we discuss how the focus on paradoxical frames integrates research on behavioral strategy with research on culture.